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At least 397 records · Page 22Linked to original sources
PubMed2005

Support workers in intermediate care.

Despite the proliferation of support worker roles in the UK, little is known about their actual numbers, employment conditions or levels of training. Intermediate care services appear to be an important employer of support workers, but the diversity of intermediate care services makes the task of understanding support worker roles even more complex. This paper presents data from 33 services which were involved in an NHS Modernisation Agency's Changing Workforce Programme project, the Accelerated Development Programme for Support Workers in Intermediate Care in England. Within this project, the main employers of support workers were primary care trusts and/or social services. Participating intermediate care teams were involved in admission avoidance, assisted discharge and reablement, or combinations of these services, and the majority of care was provided in the patient's own home. The 33 services employed 794 support workers and 368 professionally qualified staff. The mean ratio of professionally qualified staff to support workers was 0.95 (range = 0-4.9, SD = 1.05). Support worker roles included multidisciplinary working, meeting rehabilitation needs, providing personal care and enablement. Team leaders included nurses, social workers, physiotherapists, professional managers, home carers and support workers. The most commonly reported sources of support worker training were National Vocational Qualifications and in-house training. In 80% of the services, at least half of the support workers had a qualification. Three models of supervision emerged across the services: the allocation of a mentor; team supervision; and formal and informal line management. These findings illustrate the diversity of employment of support workers in intermediate care. The variations in training, supervision and skill mix have implications for clinical governance and support worker regulation. The employment of support worker staff jointly across health and social care raises cross-boundary issues around employment contracts and pay.

Data Collection↗
PubMedDate not supplied

The local public health agency workforce: research needs and practice realities.

There is a paucity of information about the nation's local governmental public health agency (LPHA) workforce. Without additional research, crucial questions about the individuals providing front-line public health services remain unanswered. Current national efforts to develop a public health workforce research agenda must include strategies for collecting basic data on local governmental public health workers. The work of enumerating and classifying LPHA staff is complicated, but not impossible. Projects to improve LPHA performance and discussions of the certification of public health workers are incomplete without current and accurate data on the individuals comprising our nation's public health system. The need to describe basic facets of the LPHA workforce is not trivial. As city and county budgets are cut and LPHAs are left scrambling to cover lost positions, data are needed to inform important decisions about what kinds of LPHA staff are needed to keep a community healthy.

Employment↗
PubMed1993

Take forth your human resource agenda--manage performance and reward.

Suggests that managing performance should not just be a once-a-year appraisal of people, but should be a dynamic process integrating the various aspects of organizational and human resource management, including staff appraisal and development, as well as quality, standards, targets and outcomes, etc. Points out that the best route to organizational success is through people, and that service industries particularly are highly dependent on people to achieve the business goal. States that managing performance is achieved by managing change and communication, motivating and developing, and equipping the organization with the skills needed to move forward successfully. Integrating into the overall strategy, performance links inextricably with reward, job design, workforce profiling, competences and development. To be a learning company needs commitment to employee development--this, in turn, means commitment to managing human resources effectively, therefore managing reward and performance.

Employee Incentive Plans↗
PubMedDate not supplied

Inservice education: career development for South Australian nurses.

Inservice education is mandatory for the development of a skilled workforce and a planned rational program is required to ensure that labourforce requirements are met in specific areas of practice. The South Australian Health Commission (SAHC) has endorsed a Career Development Model for Nursing Practice which among other things will assist in the planning and implementation of inservice education in South Australia (SA). The model is based on the principles of advancement, competency and diversity and reflects the Dreyfus Model of skill acquisition adapted to nursing by the American nurse theorist Patricia Benner.

Career Mobility↗
PubMed2002

Current issues in continuing education for contemporary behavioral health practice.

The evolving health care system poses a number of challenges for the continuing development of the professional workforce. An overview of continuing education is provided, including typical objectives, format, content, and sponsors. Data are presented on continuing education requirements by discipline and by state. The forces of change that have driven the need for revised approaches to continued professional development are described, including research findings on the apparent lack of effectiveness of didactic learning activities. Current issues in continuing education are discussed, with a focus on educational content, financing, and the use of emerging technologies as a medium for these activities. The authors conclude with five recommendations for improving the process and content of continuing education for the professional behavioral health workforce.

Behavioral Sciences↗
PubMed2004

Imbalance in the health workforce.

Imbalance in the health workforce is a major concern in both developed and developing countries. It is a complex issue that encompasses a wide range of possible situations. This paper aims to contribute not only to a better understanding of the issues related to imbalance through a critical review of its definition and nature, but also to the development of an analytical framework. The framework emphasizes the number and types of factors affecting health workforce imbalances, and facilitates the development of policy tools and their assessment. Moreover, to facilitate comparisons between health workforce imbalances, a typology of imbalances is proposed that differentiates between profession/specialty imbalances, geographical imbalances, institutional and services imbalances and gender imbalances.

Journal Article↗
PubMed2004

An approach to classifying human resources constraints to attaining health-related Millennium Development Goals.

BACKGROUND: For any wide-ranging effort to scale up health-related priority interventions, human resources for health (HRH) are likely to be a key to success. This study explores constraints related to human resources in the health sector for achieving the Millennium Development Goals (MDGs) in low-income countries. METHODS AND FRAMEWORK: The analysis drew on information from a variety of publicly-available sources and principally on data presented in published papers in peer-reviewed journals. For classifying HRH constraints an analytical framework was used that considers constraints at five levels: individual characteristics, the health service delivery level, the health sector level, training capacities and the sociopolitical and economic context of a country. RESULTS AND DISCUSSION: At individual level, the decision to enter, remain and serve in the health sector workforce is influenced by a series of social, economic, cultural and gender-related determinants. For example, to cover the health needs of the poorest it is necessary to employ personnel with specific social, ethnic and cultural characteristics. At health-service level, the commitment of health staff is determined by a number of organizational and management factors. The workplace environment has a great impact not only on health worker performance, but also on the comprehensiveness and efficiency of health service delivery. At health-sector level, the use of monetary and nonmonetary incentives is of crucial importance for having the accurate skill mix at the appropriate place. Scaling up of priority interventions is likely to require significant investments in initial and continuous training. Given the lead time required to produce new health workers, such investments must occur in the early phases of scaling up. At the same time coherent national HRH policies are required for giving direction on HRH development and linking HRH into health-sector reform issues, the scaling-up of priority interventions, poverty reduction strategies, and training approaches. Multisectoral collaboration and the sociopolitical and economic context of a country determine health sector workforce development and potential emigration. CONCLUSIONS: Key determinants of success for achieving international development goals are closely related to human-resource development.

Journal Article↗
PubMed1994

A profile of ICD-9-CM coding staff in NSW and ACT hospitals.

The ICD-9-CM coder workforce is on the brink of major changes given impetus by increasing commitments to casemix-based funding and management strategies within the public and private hospital sectors. A study of the ICD-9-CM coding process in NSW and ACT hospitals was undertaken by the School of Health Information Management, Faculty of Health Sciences, The University of Sydney during 1991. This article profiles the composition of the ICD-9-CM coder workforce in NSW and the ACT based on the findings of this study. Recent developments pertaining to national coder workforce issues are also discussed.

Abstracting and Indexing↗
PubMed2005

Addressing the challenges of the global nursing community.

AIM: To describe both the initial and the subsequent impact of the 2001 Global Nursing Partnerships Conference: 'Strategies for a Sustainable Workforce', the first ever forum of its type, on the key challenges facing the global nursing community. DESIGN: Identification of short- and long-term outcomes through descriptive review of immediate post-conference evaluations and follow-up questionnaires sent out 13 months later to nursing leaders in the participating countries. METHODS: Content analysis of quantitative data from 61 immediate post-conference evaluations and 13 follow-up questionnaires, as well as qualitative data from participant comments on the evaluation forms and questionnaires. FINDINGS: Analysis indicated conference participants viewed the conference as a beneficial forum to collaboratively examine nursing workforce issues and trends, develop country-specific nursing action plans, establish and strengthen national and international partnerships, and build stronger international nursing bodies. CONCLUSION: The Global Nursing Partnerships Conference was an international success--addressing the unique challenges facing nursing leaders in developed and developing countries and the needs of nurses throughout the world.

Congresses as Topic↗
PubMed2005

Disaster competency development and integration in nursing education.

Nurses, because of their nursing education and perspective practicing in multiple roles and settings, are uniquely qualified for mass casualty preparedness and response. Educating the current 2.7 million registered nurses and all future nursing graduates is a daunting task. Nursing education must ensure that graduates are prepared with the necessary knowledge and skills for mass casualty incidents. Four key entities are essential for education's successful implementation of disaster preparedness: education and professional organizations, accreditation and regulatory bodies, schools of nursing, and continuing education providers. This article examines the role each of these key entities plays in the development of a nursing workforce prepared for mass casualty response. In addition, the International Nursing Coalition for Mass Casualty Education (INCMCE) registered nurse (RN) competencies for mass casualty incidents and guidelines for integrating these competencies into the nursing education curricula are presented.

Clinical Competence↗
PubMed2005

Informal learning in postgraduate medical education: from cognitivism to 'culturism'.

BACKGROUND: Work-based learning occupies a central role in the training and ongoing development of the medical workforce. With this arises the need to understand the processes involved, particularly those relating to informal learning. Approaches to informal learning in postgraduate medical education have tended to consider the mind as an independent processor of information. METHOD: In this paper, such cognitive approaches are critiqued and an alternative socio-cultural view on informal learning described. Recent and imminent changes in postgraduate medical education are identified, namely the reduction in patient experience, the fragmentation of teaching, and the development of competency frameworks and structured curricula. It is argued that although the latter may be useful in the construction of formal learning programmes, they will do little to enhance the progression of the individual from newcomer to old-timer or the cultural assimilation of the learner into a profession. DISCUSSION: Strategies for enhancing informal learning in the workplace are recommended in which increased attention is paid to the development of the medical apprentice within a community of social practice. These include the establishment of strong goals, the use of improvised learning practices, attention to levels of individual engagement and workplace affordances, immersion in professional discourse and behaviours, support in relation to the development of a professional identity and the provision of opportunities to transform social practice.

Cognition↗
PubMed2004

Assessing patient category/dependence systems for determining the nurse/patient ratio in ICU and HDU: a review of approaches.

BACKGROUND: A huge range of patient classification systems/tools are used in critical care units to inform workforce planning, however, they are not always applied appropriately. Many of these systems/tools were not originally developed for the purposes of workforce planning and so their use in determining the nurse:patient ratio required in critical care settings raises a number of issues for the organisation and management of these services. AIM: The aim of this paper is to review the three main assessment systems that are commonly used in critical care settings in the UK and evaluate their effectiveness in accurately determining nurse : patient ratios. If the application of these systems/tools is to enhance care, a thorough understanding of their origins and purpose is necessary. If this is lacking, then decisions relating to workload planning, particularly when calculating nurse : patient ratios, may be flawed. CONCLUSIONS: Patient dependency/classification systems and patient dependency scoring systems for severity of illness are robust measures for predicting morbidity and mortality. However, they are not accurate if used to calculate nurse : patient ratios because they are not designed to measure nursing input. Nursing intensity measures provide a useful framework for calculating the cost of providing a nursing service in critical care and can serve as a measure of nursing input, albeit a fairly basic one. However, many components of the nursing role are not "accounted" for in these measures. IMPLICATIONS: The implications of these findings for the organization and management of critical care services are discussed. Careful consideration of these areas is vital if a cost efficient and cost-effective critical care service is to be delivered.

Activities of Daily Living↗
PubMed2005

The role of postgraduate dental deans.

Postgraduate Dental Deans commission and manage the delivery of postgraduate dental and medical education and training for dental practitioners. They are charged with developing and quality assuring opportunities for trainees in primary and secondary care so that they can reach their full potential, and must work with local organisations to ensure that sufficient training places are available to meet the future needs of the NHS. Postgraduate dental deans influence training opportunities and standards in NHS Trusts as well as dental vocational training practices. They also play a role in developing national policies on postgraduate dental education and implement new initiatives. Their roles cover modernising dental careers, national and international recruitment and retention in primary and secondary care. They are involved in leading the development of the dental workforce, including professions complementary to dentistry as well as managing the provision and quality assurance of CPD for general practitioners. They also provide support for doctors and dentists facing difficult situations.

Administrative Personnel↗